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Kaizen Events offer not only an effective means for achieving rapid results, but also a powerful venue for teaching new mindsets and behaviors. Done well, kaizen events help build skills in problem-solving, cross-functional collaboration, and making carefully thought out decisions more quickly. Leadership learns how to let go of the need to micro-manage and the front lines become more knowledgeable and deeply engaged in solving business problems.

Engagement Drivers: The Three C’s
Connection ControlCreativity The Outstanding Organization, pp. 155-158 To purpose, annual goals, immediate supervisor, peers, customers Heavy involvement in decisions that influence how they do their work. Full use of talents, capacities, potentialities & skills 5

When to Do a Kaizen
Event • Need for focus and speed (immersion) • Process is highly cross-functional • Desire to build stronger working relationships • Desire to teach problem solving via PDSA 7 When NOT to Do a Kaizen Event • When it’s the primary or only means of making improvement in the organization

Socializing the Charter • Conversation,
not merely an email attachment. • To the entire workforce who will be affected by change. • Adjust the charter if new discoveries or concerns surface. • PHYSICALLY POST THE CHARTER & have stand-up meetings around it. 33

Rules of Engagement 1. The
team starts and ends the day together and breaks together; being on time is critical. 2. The team stays 100% committed and 100% focused. – No interruptions. – All wireless devices on silent mode or off. No vibration. – No email except during breaks or 100% relevant to kaizen event. 3. Keep an open mind and consider all ideas. Ask “why?,” “what if?,” “why not?” 4. Challenge everything 5. Seek the wisdom of ten vs. the knowledge of one. 6. Rank has no privilege. 7. Finger-pointing has no place. 8. No silent objectors; don’t leave in silent disagreement; respectful disagreement is encouraged. 9. Use creativity before capital; mind before money. 10. What’s said in the room stays in the room. 36

41 Current State Discoveries •
Wide process variation among branches. – Techs not given consistent orientation and the tools to function properly (across all branches) – Important policies unknown – Shocking how many handoffs and “cooks in the kitchen” – CHAOS! • Degree to which new techs had negative experience • Excessive time and money to get a tech onboard

Who identifies relevant documentation? Who
updates it? By when? Who communicates? How? To whom? Where posted? Who communicates? Via what medium? How is process performance going to be communicated to workers? Are additional visuals needed? Who owns this activity? Which value stream map(s) need to updated, who will do it and when? Who maintains training records? Who communicates? How? To whom? Who is accountable? Where posted?Post the Event Report, 30-Day List, Sustainability Plan. Update SOPs and other ISO or regulatory documents impacted by changes. Communicate and post 30-day and 60-day audit results. Communicate audit results to stakeholders and leadership team. Communication / Training Requirement Communicate to affected parties who were not advised during event. Provide training for those who missed initial training. Integrate new process into ongoing department training. Update Value Stream Map. Update training records to reflect who has been trained. Plan Who will deliver it and when? Who leads identification of training that need to be updated (ongoing and for new employees), when will training be in place? Event Dates "Go Live" Date Team Lead 30-Day Audit Date "Go Live" Location 60-Day Audit Date Sustainability Plan Executive Sponsor Value Stream Champion Facilitator Event Name Communicate process performance measurement plan. How will you sustain the improvements? Name Name Signature Signature Date Date Will there be rewards / recognition for sustaining improvements? What will corrective actions be if workers are not following new process? Who will enforce these rewards/consequences? Who monitors process performance on an ongoing basis? Who communicates the results? When, to whom, in what format? Who will lead audit & when? How will results be communicated? To whom? How will the process be adjusted, if needed? What's the plan for continuous improvement? Who will lead audit & when? How will results be communicated? To whom? How will the process be adjusted, if needed? What's the plan for continuous improvement? Who has ultimate responsibility for how process is performing? Which Kaizen team member(s) will observe the process? How will they communicate results? Who is responsible for adjusting the process, if needed? Who is responsible for finalizing process performance metrics and by when? Which team member(s) will observe the process? When? How will they communicate results? Who is responsible for adjusting the process, if needed? Process Owner Monitoring / Measurement Requirement Put in place key metrics to measure process performance; post performance. Plan Value Stream Champion Define corrective actions required if new process not being followed (rewards and consequences). Monitor process performance frequently; post results put continuous improvement plans in place. Identify process owner. Observe process one day after event is over. Talk with workers, assure they understand how process should be performed; see if there are problems. Observe process one week after event is over. Talk with workers, assure they understand how process should be performed; see if there are problems. Conduct 30-day audit. Conduct 60-day audit. 49